The ranked importance of motivational factors of employees at the centers provides useful information for the centers' director and employees. Knowing how to use this information in motivating centers' employees is complex. The strategy for motivating centers' employees depends on which motivation theories are used as a reference point. If Hertzberg's theory is followed, management should begin by focusing on pay and job security (hygiene factors) before focusing on interesting work and full appreciation of work done (motivator factors). If Adams' equity theory is followed, management should begin by focusing on areas where there may be perceived inequities (pay and full appreciation of work done) before focusing on interesting work and job security. If Vroom's theory is followed, management should begin by focusing on rewarding (pay and interesting work) employee effort in achieving organizational goals and objectives.
Regardless of which theory is followed, interesting work and employee pay appear to be important links to higher motivation of centers' employees. Options such as job enlargement, job enrichment, promotions, internal and external stipends, monetary, and non-monetary compensation should be considered. Job enlargement can be used (by managers) to make work more interesting (for employees) by increasing the number and variety of activities performed. Job enrichment can used to make work more interesting and increase pay by adding higher level responsibilities to a job and providing monetary compensation (raise or stipend) to employees for accepting this responsibility. These are just two examples of an infinite number of methods to increase motivation of employees at the centers. The key to motivating centers' employees is to know what motivates them and designing a motivation program based on those needs.
The results presented in this paper also have implications for the entire Cooperative Extension System. The effectiveness of Extension is dependent upon the motivation of its employees (Chesney, 1992; Buford, 1990; Smith, 1990). Knowing what motivates employees and incorporating this knowledge into the reward system will help Extension identify, recruit, employ, train, and retain a productive workforce. Motivating Extension employees requires both managers and employees working together (Buford, 1993). Extension employees must be willing to let managers know what motivates them, and managers must be willing to design reward systems that motivate employees. Survey results, like those presented here, are useful in helping Extension managers determine what motivates employees (Bowen & Radhakrishna, 1991). If properly designed reward systems are not implemented, however, employees will not be motivated.
As per the below video (Video 01) shows From the manager’s viewpoint, the objective is to motivate people to behave in ways that are in the organization’s best interest. Motivation is the set of forces that causes people to engage in one behavior rather than some alternative behavior. Managers strive to motivate people in the organization to perform at high levels. This means getting them to work hard, to come to work regularly, and to make positive contributions to the organization’s mission. In most settings, motivation is the most difficult of these factors to manage. If an employee lacks the ability to perform, she or he can be sent to training programs to learn new job skills. If the person cannot learn those skills, she or he can be transferred to a simpler job and replaced with a more skilled worker. If an employee lacks materials, resources, equipment, and/or information, the manager can take steps to provide them. But if motivation is deficient, the manager faces the more complex situation of determining what will motivate the employee to work harder. Of course, it is also important to understand what motivates us personally.
Video 01
(Source-GreggU. 2018)
References
Bowen, B. E., & Radhakrishna, R. B. (1991). Job satisfaction of agricultural education faculty: A constant phenomena. Journal of Agricultural Education, 32 (2). 16-22.
- Buford, J. A., Jr. (1993). Be your own boss. Journal of Extension, 31 (1).
Chesney, C. E. (1992). Work force 2000: is Extension agriculture ready? Journal of Extension, 30 (2).
- GreggU. (2018). The Importance of Motivation [online]. Available at: https://youtu.be/ayGqvxRDfzo [Accessed on 7 December 2022].
- Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. New York: John Wiley & Sons.
James R. L. (1998). Understanding Employee Motivation. The Ohio State University
- Smith, G. P. (1994). Motivation. In W. Tracey (ed.), Human resources management and development handbook (2nd ed.).
- Vroom, V. H. (1964). Work and motivation. New York: Wiley.
Good content shashika, Addition to this in most of the workplaces, Lack of motivation is a key feature which contributes to a higher rate of employee turnover (Mathis et al., 2017). if the organization doesn’t have suitable motivation methods, arrangement, the company might lose its existing employee base.
ReplyDeleteThank you for commenting on my blog. Employee Motivation is directly connecting with the organizational behavior and performance as the human capital is one of core asset for any business organization (Yee, et al., 2008)
DeleteAgreed with you Shashika. Furthermore, good information sharing can result from any type of motivation. The findings indicate a strong relationship between awareness of sharing attitudes and intentions and motivational elements including advantages, enjoyment, and self-efficacy to assist others. They discuss the value of knowledge sharing inside organizations and how it contributes to attaining objectives (Lin, 2007).
ReplyDeleteYes. Motivation is used in any organization as a powerful management tool. Through theories of motivation, many researches have introduced multiple factors of motivation (Sulaiman et al. 2014).
DeleteNicely constructed article shashika. Motivation can be described as the force that energizes, directs and sustains behavior.Highe performance can be derived from highly motivated employees who will exercise discretionary effort independently to do more than what is expected. (Hunter et al, 1990)
ReplyDeleteWell noted your content Shashika. In a nutshell The factor which we are focusing :'company performance is the function of the interaction between an individual’s motivation, ability, and environment (Mitchell 1982)
ReplyDeleteNicely explained Shashika. And also, Varma (2017) explains how important the employee motivation in organizations. Every successful organization is backed by a committed employee base, and the commitment is the outcome of motivation and job satisfaction. It is the energy that compels employees towards organizational objective. It would be impossible for the organization to generate performance without commitment. In order to create a competitive advantage organization need to have a competitive employee policies and practices.
ReplyDeleteGood one. It has been long thought that learning new things and competency development opportunities raises the morale and satisfaction of the employees but it is also realized that the significant effect on the motivation and job satisfaction is created by goal achievement (Lather and Jain,2005).
ReplyDelete